depends on who you ask. <\/i><\/p>\n
by rick telberg<\/b>
\nat large<\/i><\/p>\n
do cpas really know what clients want? do clients themselves know?the answer may be a harsh “not really.” <\/p>\n
to find out more, we contacted several hundred cpas in public practice and in business and industry. while their values about character, integrity, and technical competence align closely, their views about what it takes to land or lose a client reveal a disquieting gulf. and if there’s a gap between cpas in public practice and cpas in private practice, one can only envision an even broader gap between cpa firms and business-owner clients.the data is still preliminary, and the study is still open, but, for instance, cpa firms mostly think they lose clients over pricing. in fact, cpas in industry are more likely to complain about lapses in service.<\/p>\n
another example: cpa firms may believe that the overwhelming majority of their clients would make a good referral. according to cpas in industry, you’d better check first.<\/p>\n
here’s another: who do you think makes the final decision in choosing a new cpa firm? if you work in a firm, you probably think it’s the owner. if you work in industry, you’re the gatekeeper and the outside cpa firm must come through you first.<\/p>\n
and finally, what does it take to land a new client? firms promise service. clients take service for granted and look for other characteristics.<\/p>\n
so, what do clients really want?<\/p>\n
let’s listen for a few moments to both sides.<\/p>\n
first, the buyers of cpa services answer the question: “what do clients really want?”<\/b><\/p>\n
cfo at a small nonprofit: “auditors who are knowledgeable in our field, who can offer solid advice and keep us updated on any relevant changes in laws and regulations. more regular communications that are relevant, not just general-interest newsletters.”<\/i><\/p>\n
controller at mid-sized corporation: “answers, advice, counsel, explanation. return phone calls.”<\/i><\/p>\n
cfo at medium-sized private company: “reliable source for information, including industry changes. have a clear understanding of [our] business and industry.”<\/i><\/p>\n
now, let’s hear from a few cpa firms answering what they think clients really want.<\/b><\/p>\n
managing partner of a local firm: “to help them grow their business. clients don’t care that we are technically accurate or even smart, all that’s a given. they are looking for a sounding board, someone who can help them with sound business fundamentals, strategic thinking and proactive ideas to help them become successful (however they define success). meeting one-on-one at least quarterly to discuss their goals and strategies. helping them focus on cash flow and performance measurements to fulfill their most critical success factors.”<\/i><\/p>\n
managing partner of small firm: “most want cheap fees, even cheaper software and to clean up the messes they created. a few value your efforts and want more from you. fire “type c” and continue the game of seeking the “a” clients. provide more services to fewer clients so that service is always superior to the “a” type and your competitors.”<\/i><\/p>\n
partner at a local cpa firm: “they want a financial statement at a low cost. they want a tax return. they couldn’t care less about gaap. they want tax advice in most cases more than financial advice. they know their business – we are supposed to know taxes.”<\/i><\/p>\n
the two sides don’t really seem too far apart when you get them talking. maybe the trick is to get them talking in the first place.<\/p>\n
[first published by the aicpa]<\/i><\/p>\n","protected":false},"excerpt":{"rendered":"